Contemporary Issues In Nursing Leadership In Nursing Practice Nursing Essay

Contemporary Issues In Nursing Leadership In Nursing Practice Nursing Essay Leadership plays an important role in nursing. This essay will define leadership and how leadership qualities relate to nursing practice in order to help nurse leaders to work effectively with in nursing environment. Furthermore, the will discuss how the key characteristics influence followers to work commonly in a group for a specific goal. Moreover, these qualities help them to Leadership is defined as personal skills which can be helpful to influence other people to the leadership benefits. It can effectively take the people in the same direction, sharing the same goals. (Lansdale, 2003). In this way, the important task of a leader is to make an action plan and encourage the team members to achieve the negotiated goals. Leadership is a major concern to the health care system. Its style is based on personal, professional and organisational value system because leaders provide shape to clinical practice with their qualities. Using their own skills leaders can easily address the needs of patients and colleagues. Leadership reflects the values of people, organizations and societies in which the leaders are working. In order to work effectively and to avoid the risk of conflict, the leaders always need to become acquainted with the values and beliefs of the individuals and organisation with whom they are working. (Stanley, 2008). Moreover, a leader uses interpersonal skills and specific behaviour for the purpose of effectiveness within profession. Because of this, the quality of leaders has a crucial role in influencing others. These qualities give them authority to work and develop their strategies effectively. (Daly, Speedy, Jackson, 2010). There are ten essential qualities which influence the work of a leader in a professional environment. First of all, a leader must have integrity which means leader should be honest and trustworthy. As, these key values are necessary to promoting a positive attitude and better performance in staff and colleagues. All staff expects these mandatory requirements from a leader. Besides this, courage to take a leadership risk is crucial to attain excellence. It is the ability to confront risk without fear which is sometimes necessary to get success. A leader may have good ideas and strategies in mind but they can not be effective without any action. This is called initiating w hich is the first step that needs to be taken in order to get the things done successfully. As it is hard task to do, wise use of energy and effort and an optimistic attitude are needed to give role satisfaction in leadership. Along with this, it is very common that rapid success of other colleagues discourage someone easily but positive thinking helps to keep up leaders and their co workers to resolve difficulties. This also ledà ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒ ¢Ã¢â‚¬Å¾Ã‚ ¢s to remotivation in staff members. Effective leaders never quit easily, instead, they continuously use their efforts for work. (Tappen, Weiss Whitehead, 2004). Balance is another characteristic of leaders. It is essential to make an equal balance between personal and professional life. Paying attention towards the working environment needs to be balanced with attention shown to family and friends, because social activities are as important as professional. The most effective leaders easily balance between work and leisure time. Regardless, there are some stresses in almost every job which puts on work pressure and causes stressful life. In such conditions, leaders should think positively to address the issues and they should act as a role model for others in order to bring about possible solution. (Tappen, Weiss Whitehead, 2004) Self awareness is a most valuable key quality that is essential to motivate other people, because people who can not understand themselves they can not change others. In addition of these, according to International Council of Nursing (Sally, 2007) there are some more key elements that could be helpful for leaders. They should have a vision which could be a dream and it helps them to think strategically and differently from the daily schedule. Along with this, awareness about external environment is also crucial because it might affect the organization, its strategies and future planning. Having, confidence about the work one is doing also count a lot, because it helps to influence others. Knowledge related to political skills is another key value for leaders as it teaches them how to cope with conflicts and how to understand goals, values, expectations and behaviour of others. It is also significant to review all strategies to make any change according to the demand of time. Thereaf ter team work, partnership alliances and effective communication teach them how to work with others to achieve common goals and how it helps them to share new ideas and information with others. (Sally, 2007) All these characteristics of leaders play a vital role in nursing practice. They influence and shape the clinical practice. During clinical practice, leaders confront many challenges. To figure them out successfully, they implement strategies which lead out as the result of critical thinking discussion to improve patient care and outcomes. (Daly et al 2006). Nursing leader always faced challenge to think creatively about the development of critical thinking. This has a powerful impact on the problem solving and decision making. Working as a leader always requires continuous development of skills and regular improvement in them. In nursing, nursesà ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒ ¢Ã¢â‚¬Å¾Ã‚ ¢ leaders confront many different team workers. To work efficiently nurse leaders must create an environment of trust among their followers. This leads to the involvement of co workers in planning and decision making on issues that will affect them directly or indirectly. Sometimes to get success, leaders have to take risk without any fear. Courage helps them to make some crucial decision strongly, which may be stressful and have to be made while under pressure. It also enables them to have confidence about making judgements. According to Kanter in ICN Nursing Leadership (Sally, 2007) it is the expectation of success which provides a link in between someoneà ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒ ¢Ã¢â‚¬Å¾Ã‚ ¢s ideas and performance. Leaders should have knowledge about interpersonal skills. This means they can motivate or generate others toward shared goals with positive attitudes. To achieve this, nurse leader take initiative steps. Nurse leaders encourage team to work effectively with a range of different people at different levels so that they can feel supported. This will result improvement in health care settings. Along with this, nurse leaders develop new roles and skills regarding any changes and challenges in health organization because all these will result in quality care, efficiency and improvement in equity of access, especially for needy populations. Because nursing provides essential health care services, leaders should alert staff about any changes in policy. A key quality of leader is to transmit their passion about the future to others. A vision for nursing means what would be the ideas of the leader for organization to happen within a specific period of time. Then to get there, all major programmes, projects and activities are planned strategically to turn toward the same vision. The external environment might affect it. For this purpose external awareness related to health trends, issues, new policies and other factors is necessary. SWOT (strength, weaknesses,) and environment scanning helps them to review the whole situation and creates more opportunities. Regardless, political skill is needed to understand, from all stakeholders and to cope with conflicting situations, values, fears and behaviour of different people. It also means being able to plan creative, proactive and appropriate strategies for various situations. Effective communication means one can easily understand someoneà ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒ ¢Ã¢â‚¬Å¾Ã‚ ¢s language. It is crucial for work safely and to give commands to followers. (Sally, 2007)

Expressionism: Van Goughs Starry Night Essay -- essays research paper

During the Modern Era of the late 19th century and the early 20th century, many artists were turning away from the idea of painting realistic images. Photography, having just been developed for public use a few decades earlier, made artists of the day focus less on painting as an precise copy of what is seen, as had been done for centuries. Since the Middle Ages, most artists painted exact representations of life. Starting in the late 1800s, though, many artists were starting to embrace the theory of art as an impression of what is seen. Impressionism, the art movement that began in the 1870s in France, was the first real development of this new concept of painting. Impressionists, such as Claude Monet, sought to put on canvas how they saw light and nature. Unlike the artists from centuries before, the Impressionists were not interested in painting images of nobility or religion; instead they focused more on painting ordinary people and nature. Post-Impressionism, which occurred abo ut a decade later, still used similar subject matter, however, focused more on the structure and form of the subject while still portraying the impressions of light and atmosphere on the subjects and its surroundings.   Ã‚  Ã‚  Ã‚  Ã‚  One of these Post-Impressionists was the Dutch artist, Vincent van Gogh. Van Gogh believed that art was a form of expression. Painting was an emotional and spiritual experience for him. He painted not only how he interpreted his surroundings, but his sen...

The Power of Women in Death of a Salesman Essay -- Arthur Miller

In the play Death of a Salesman by Arthur Miller, there are several female characters. Linda Loman is a loyal and nurturing wife and mother and is the person who holds the family together. The other women in the play are wanton and pull the Loman family apart. Both types of women in the play hold a position of power over the pitiful men, whether it is as a matriarch or a whore. Willy, Biff, and Happy Loman all have a common weakness: lack of self-control. Willy had an affair with a woman when he was younger, sleeping with secretaries that could help him make sales to their bosses. Biff â€Å"stole [himself] out of every good job since high school† (131). Happy sleeps with his bosses’ wives because he cannot advance in his profession and taking his bosses’ wives’ loyalty away from them is the only thing that brings him satisfaction. This senselessness that afflicts the Loman men renders them all unhappy and poor. Linda however, remains rational throughout the social and economic insecurity in her life. The other women too, never fail to manipulate the men into a puppet-like state. The ability to remain rational and manipulate others renders the female characters in Death of a Salesman more powerful than the male characters, despite the patriarchal demeanour of the play. Linda loves Willy unconditionally. As Willy’s mental health becomes more and more unstable, he becomes more irritable. No matter how abusive Willy behaves toward Linda, she never gets angry or allows Willy to become aware that he is losing his mind. Whereas Willy and his sons lack self-control, Linda proves to have an abundance of it by remaining calm during Willy’s fits of his inferiority complex. Although Willy does not admit it, he knows that he has failed to ach... ...ported by the neck: Linda. All of the Loman men have very flawed characters. They are steered greatly by their sex drives, leaving them as helpless as puppets. The women, Linda and the prostitutes, are all talented puppeteers. Linda works as a sort of purifying force as she tries to keep the family together while the other women work as corrupting forces, having affairs with the Loman men, which pulls the family further apart. In both cases, the women gain power by exercising their ability to reason or manipulate to gain power over the men. It must be true that the women of the play are more powerful than the men, because the men are powerless without self-control. â€Æ' Works Cited Miller, Arthur. Death of a Salesman. New York: Penguin, 1976. My Big Fat Greek Wedding. Dir. Joel Zwick. Perf. Nia Vardalos, Michael Constantine, and John Corbett. IFC Films, 2002.

Life in The Death of Ivan Ilyich Essay -- Tolstoy Death Ivan Ilych Ess

Life in The Death of Ivan Ilyich      Ã‚  Ã‚   In Leo Tolstoy's The Death of Ivan Ilyich, the story begins with the death of the title character, Ivan Ilyich Golovin.   Ivan's closest friends discover his death in the obituary column in chapter one, but it is not until chapter two that we encounter our hero.   Despite this opening, while Ilyich is physically alive during most of the story's action he only becomes spiritually alive a few moments before his death.    The life of Ivan Ilyich, we are told, "had been most simple and most ordinary and therefore most terrible" (Tolstoy, Ch. 2).   In analyzing this description of Ivan's life, we see that Ivan has always done what is expected of him in the eyes of others (wife, co-workers, employers, etc.).   While Ivan believes his life has run easily, pleasantly, and decorously like it should, we see that in reality it is an unfulfilled life.   Ivan's closest associates are more worried about who will be next in line for promotion now that he is gone, and at his funeral they are more concerned over a bridge game than grieving for the loss of a friend, "The more intimate of Ivan Ilyich's acquaintances, his so-called friends, could not help thinking also that they would now have to fulfill the very tiresome demands of propriety by attending the funeral service and paying a visit of condolence to the widow" (Tolstoy Ch. 1).    Ivan's wife is also self-centered and exhibits great disdain for her husband, who she considers more of a nuisance and hassle than anything else.   Ivan's last days are spent in terrible physical agony, as he uncontrollably screams and moans in pain.   When Ivan's friends come to pay their respects to his widow, we see in her comments to them that she never reall... ...y view this as a Christian worldview, one that embraces the afterlife, I see it as a man looking forward to inevitable death because even if it came late he figured out a meaning to life.   In so doing he may not have had the opportunity to relive his life as no man does, but he found peace and fulfillment in his acceptance of his end.   Existentialism argues in the concept of the "eternal return" that an individual to be most fulfilled should live a life that, having to repeat it over identically for all eternity, would be a concept that would be embraced.   If Ivan had the chance to come back he would not enjoy living the same life over, but given another chance to build a new one he would surely construct one that is different.    WORKS   CITED   Tolstoy, L.   The Death of Ivan Ilyich.   Available: http://faculty.stcc.cc.tn.us/bmcclure/links2/ilyich.htm, 1886.

Economics Review :: Economics Cheat Sheet

Economics Review Chapter 1 Section 1 1. Economics: study of how individuals & nations make choices about ways to use scarce resources to fulfill their needs & wants. 2. Scarcity: state in which people don’t & cannot have enough income, time, or other resources to satisfy. 3. Factors of production: resources of land, labor, capital, & entrepreneurship used to produce goods & services. 4. Entrepreneurship: ability to start new businesses, to introduce new products, & techniques. Section 2 1. Trade-off: exchanging one thing for the use of another, often making unavoidable choices because of the problem of scarcity. 2. Opportunity cost: value of the next best alternative given up for the alternative that was chosen. Section 3 1. Economy: all activity in a nation that affects the production, distribution, & use of goods & services. 2. Economic model: simplified representation of the real world which shows people’s reactions to changes in the economy; theory. 3. Values: beliefs or characteristics that an individual or group considers important. Chapter 2 Section 1 1. Traditional economic system: economic systems are based on customs, beliefs, & ways of doing things that have been passed down from generation to generation. 2. Command economic system: the government controls the factors of production & makes all decisions about their use; also called controlled economy. 3. Market economic system: individuals own the factors of production & make economic decisions through free interaction – government doesn’t intervene. 4. Distribution of income: money payment for work, the amount of health care, education, food, & so on, that each person receives; distribution of goods & services among all members of an economic system. Section 2 1. Capitalism: private individuals own the factors of production and decide how to use them within the limits of the law; market economic system & free enterprise system. 2. Free enterprise system: individuals own the factors of production & decide how to use them within legal limits. 3. Profit: money left after all the costs of production – wages, rent, interest, & taxes have been paid. 4. Profit incentive: desire to make money that motivates people to produce & sell goods & services that others ant to buy. 5. Competition: rivalry among producers or sellers of similar goods to win more business by offering the lowest prices or better quality. Section 3 1. Standard of living: material well-being of an individual, group, or nation measured by the average value of goods & services used by the average citizen during a given period of time.

Overcoming Barriers to Change

The external environment in which businesses operate is continually changing. Businesses must respond to these changes to remain competitive and continue to meet the needs of their customers. They need the commitment and support of key stakeholder groups, such as employees, in order to ensure changes are embedded to shape the organization for the long term. Corus was formed in 1999 when the former British Steel plc merged with the Dutch company, Hoogovens. Corus is now a subsidiary of the Indian-owned Tata Group. Corus has three operating divisions and employs 40,000 people worldwide:Corus Strip Products UK (CSP UK) is based at Port Talbot and Llanwern, Newport in South Wales. CSP UK makes steel in strip form. This is used in markets such as vehicle manufacture, construction, electrical appliances, tubes and packaging. Corus aims to be a leader in the steel industry by providing better products, higher quality customer service and better value for money than its rivals. In 2005 CSP U K introduced a cultural plan for change called ‘The Journey’. The company wanted to address a wide range of business challenges, but the common theme was the fundamental way that people at all levels went about their work.The Journey focused on the values and beliefs of its people. Vitally, this was not limited to employees, but it included contractors, suppliers and other partners. This community of people together re-defined eight core values. These provided the guiding principles by which Corus people would work. By early 2007, all employees had been provided with a booklet outlining the CSP Journey values and the behaviors the company expected them to follow. The new values encourage individuals to be accountable for their actions.For example, previously, there had been tragic accidents on site and other health and safety issues, such as poor driving behaviour. This needed to change. The Journey program has taken a positive approach so that it now steers everything CSP UK does and underpins the culture of the organization. This case study focuses on how Corus Strip Products UK has overcome barriers to change in order to secure a more prosperous future for the business. Reasons for change Organizational change is a planned and ongoing process and follows clearly structured elements:Identify the key drivers for change. These are forces outside and within the organization, for example, the growing strength of competitors (external) or health and safety issues within the organization (internal). Corus employees were encouraged to understand what was happening in the business (the ‘As Is’) and identify any flaws in the existing way of working. Identify the barriers to change. This often involves people’s attitudes. They may want to continue to work as before or cannot see the need for change. Create and implement a plan for change.This focuses on winning the commitment of all employees, identifying specific solutions to problems areas (for example, cutting staff or investing in new systems) and setting out ways of measuring improvement. Employees were encouraged to envision what the ‘To Be’ position for CSP UK looked like and make plans to bring it about. Measure the effectiveness of the change. CSP UK is prepared to make further changes based on the outcomes of the actions. Examples of internal drivers for change (inefficiencies within the business) at CSP UK included: Poor delivery – rather than delivering steel to customers on time there were delays, leading to loss of business. †¢ Competitiveness – steel produced in the UK could be more expensive than from some other countries. †¢ High wastage – failing to make products right first time meant that they had to be reworked or scrapped. †¢ Low staff morale – employees were committed but were not motivated by the environment in which they were carrying out their jobs. External drivers (pressures for c hange outside the business) came from: New competitors – low cost producers in Eastern Europe and the Far East were taking business. This could lead to reduced demand with higher costs. †¢ Changing customer requirements – for example, the fall in demand for steel for the automotive industry meant that Corus needed to find different types of customers or develop different products. †¢ New technology meant customers expected higher specifications. †¢ Perceptions of the steelmaking industry within the community tended to be negative – for example, the industry was seen as having a poor record on environmental issues.Total Quality Management (TQM) initiatives had previously been implemented to great effect at CSP UK to improve productivity and improve competitiveness. CSP UK had also previously reduced manpower for the same purpose. However, Corus Strip Products is a business with deeply committed people and a relatively low staff turnover. Total payr oll costs are low compared with its other costs such as energy and raw materials. Labor costs at CSP UK account for around only 13% of total costs. This is considerably less than, for example, an assembly line process where they might be around 40-50% of total costs.It therefore made better sense to enable employees to work more efficiently rather than cut the number of staff. Barriers to change Change may challenge peoples’ abilities, experience, customs and practice. It may even be seen as a threat. This can create resistance or barriers to change. For example, if job roles are changed, employees and managers may feel that they lose status or power. If jobs are cut, remaining employees may feel insecure. This can cause low morale and lead to poor productivity.Although Corus Strip Products as a company supported the principles of change and innovation, not all previous programs had delivered the required results. GLOSSARY Corus is an established business in a traditional ind ustry. This meant that it had set patterns of doing things in some areas of the business. This attitude of ‘this is the way we do things around here’ made it more difficult to make necessary changes. Some Corus employees had a fear of the unknown and saw new initiatives as a possible threat to their existing teams and positions.Job reductions had been a major theme in the steel industry since the 1970s and some of Corus’ previous change initiatives had led to job cuts. Other people did not see a threat to their job because the business had previously survived difficult times. This complacency made change difficult for Corus. Another issue facing Corus was its ageing workforce. There is a considerable degree of expertise in the company and long-term high rewards kept people within the industry. Older employees with high technical skills stayed because these skills were not easily transferable.Fewer young people were attracted to the industry because of reduced job opportunities and reductions in apprenticeship schemes across the UK. The company also had a history of rewarding ‘long service’ rather than ‘distinguished service’. This means that employees who had been with the company a long time (but who had lower productivity) could be gaining greater rewards than newer employees who were producing more. Corus felt that this was an area that needed major change so that those employees with higher output were suitably rewarded. Overcoming barriers We cannot solve our problems by spending; we cannot solve our problems by cutting back. The only way to meet our challenges is to change how we go about things†¦Ã¢â‚¬â„¢ (quote from the Managing Director of CSP UK). One of the key techniques Corus has used to overcome resistance to change has been to work closely with employees and get them involved as much as possible in the program. From the start it was important for the company to share with employees what might hap pen to the business if it didn’t change. Corus put emphasis on getting everyone to take ownership of the new values by physically signing up to the program.This helped them ‘buy-into’ the new ways of working. Workers are now more involved in decision making and their contributions and experience are recognized. Through a range of direct and indirect communications, for example, weekly newsletters and workshops, Corus ensures that all employees understand what behaviors it expects of them. As part of implementation, Corus needed to highlight how people were behaving (the ‘As Is’). It created a program with ‘shock tactics’ to show managers and employees the condition of the plant, to identify weaknesses and encourage employees to make changes.For example, 150 senior managers were invited to the Millennium Stadium in Cardiff. This impressive venue raised expectations. However, they were served cold tea and given a presentation on a ripped p rojector screen. The fact that attendees did not comment on this demonstrated that people did not see they had a ‘right to challenge’. It also highlighted that employees had become accustomed to working with limited resources and were willing to accept low standards. This would be an important aspect to work on during the culture change.Managers were also shown videos of poor working conditions and interviews with local schoolchildren in which they said they would not work at the plant because of their perception of a poor outlook and a poor working environment. Around 150 workshops were held to spread the messages. Fortnightly newspapers clarified these values and repeated the key messages through articles on various activities, such as employees taking part in the redesigning of a control room to improve layout and safety. Billboards, intranet, video programs and most of all, direct one-to-one conversations all reinforced the messages.The Journey also raised important questions about how the company managed key issues, such as alcohol or drug misuse. The new values Due to the high standards of safety associated with Corus processes, all working sites are alcohol-free. Understandably, before the change program, anyone offending in this way was likely to face disciplinary action and this is still the case in most working environments. The new CSP UK values focus on helping employees who are willing to accept assistance to improve their performance, rather than taking disciplinary action against them for poor behaviour.This approach, with support and guidance from the company and counseling services, has resulted in over 50 employees that previously would have lost their jobs being retained in work. Measuring the outcomes of change The Journey change program at Corus Strip Products contributes to sustainability for the business. By facing up to its internal weaknesses, Corus Strip Products has improved efficiency, increased output, lowered costs an d reduced waste in an increasingly competitive steel market.This has enabled the business not just to survive but also to grow – even during the economic recession of 2008 and 2009. Thanks to the Journey program, CSP UK expects to reduce costs for the 2009/10 financial year by around ?250 million. To make sure that actions delivered results, Corus established clear targets and standards. Milestones (intermediate steps) were set so everyone would know how far CSP UK had gone to achieving the targets. This made it easier to review and measure progress and achievements or to set new deadlines.There have been a huge number of ‘quick wins’ which add up to a great gain overall. Key performance indicators have shown significant progress and include: †¢ production capacity has increased by 4. 5% to a run rate of 5 million tones †¢ the plant is on track to achieve a 20% reduction in the cost of producing steel †¢ 5,000 employees have signed up to the values and beliefs of the business †¢ a reduction in absenteeism †¢ measurable improvements in levels of quality and service for customers †¢ tighter targets for Health and Safety – new safety teams contribute towards accident-free production carbon dioxide emissions have reduced by 10%. CSP UK now exceeds government standards †¢ measurable improvements in the company’s impact on the local community. Individuals, teams and departments all support the improvement culture and are more engaged and committed to achieving company values and targets. This culture shift is of critical value as it will enable further improvement. For example, Corus has implemented top-level security with controlled access for the 5000+ vehicles which enter the Corus site each day.This provides a new enhanced ‘entry experience’ for employees, contractors and suppliers and demonstrates that Corus Strip Products is now seen as an organization that is proud of itself. Co nclusion All organisations need to manage change. If they fail to do so they may be left behind by the competition. Change management at Corus Strip Products UK involved bringing the issues out into the open, confronting barriers to change, winning the commitment and support of all employees and delivering an effective plan for change.The Journey has helped CSP UK to ‘weather the storm’. The company is now exploiting the benefits the program has given. The results of the change management program show that Corus Strip Products is a company that is sustainable and can continue to make profits in spite of the recession. Demonstrating ongoing improvement has the additional benefit of winning government grants to support the important economic sector of steel production. Overcoming Barriers to Change The research aims to identify barriers that exist in education on the way to changing students’ learning environments in a positive way. The literature review has revealed that current practices often demonstrate new opportunities willingly embraced by teachers.However, in many cases, teachers are not as susceptible to practices that threaten to have negative effect on their customary routines, in particular exemplified by collaborative teaching. Using teacher survey, the study will determine to what degree such reluctance can stand in the way of the teaching innovation.IntroductionTeaching collaboration is an idea that has gained prominence in contemporary educational establishments. Although at first a really unusual practice, collaboration in teaching has been shown to deliver great benefits.For educators themselves, â€Å"collegiality breaks the isolation of the classroom and brings career rewards and daily satisfactions† (Inger, 1993). It also helps beginners and e xperienced professional learn from each other for improved results and relieves young teachers of the trial-and-error process they are usually immersed in. bringing teachers closer together in a coherent effort, collaborative teaching helps foster cooperation and friendliness between teachers. Collaboration can also go beyond the level of a single school, helping extend new methods to other areas.At the same time, collaboration is not always compatible with school culture and practices and character of an individual teacher; hence come barriers to collaborative teaching. A teacher can be resistant to collaboration in general, being averse to any form of joint efforts in the same classroom. On the other hand, the teacher’s attitude can embrace collaboration between vocational and academic teachers or those coming from other schools. Therefore, the research problem is as follows:What obstacles do teachers most often face on the path of innovation in their school curriculum that involves collaborative teaching?The study will be focused on teacher perceptions and aim to find material so as to substantiate improvements in collaborative practices.Literature ReviewCollaboration can occur at any stage of the educational process. Teaching can engage in joint preparation of materials for the classroom sessions or engage in team teaching, or â€Å"organizational and instructional arrangement in which two or more teachers work in the same classroom† (Price et al, 2000-2001). Thus, in special education teachers can use a variety of models including the resource room, itinerant, and consultation models (Price et al, 2000-2001).In the process of realizing collaboration models, teachers face barriers that have been categorized by Welch and Sheridan (1995) into four main groups: conceptual barriers, pragmatic barriers, attitudinal barriers, and professional barriers. Conceptual barriers are caused by differences in the definition of roles by different educators, their difference in the processing of material, approaches etc.When teachers face challenges in working out the exact schedule or joining resources for joint effort, this is described as a pragmatic barrier. Attitudinal barriers are the result of fear to try a new approach. Professional barriers arise when teachers cannot cooperate on effective methods of problem solving, lacking adequate skills of working together as a team.Teachers can benefit from the administration’s effort to introduce additional measures so as to reduce the possibility of conflict among teachers.For this purpose, it is necessary to introduce concrete rules and procedures that will define the boundaries between their roles and help them establish working relationships. In case of team teaching, â€Å"the problem is getting a balance between enough specificity in prescribing roles so that a bureaucratic rule book is not created† (Price et al, 2000-2001). Most researchers believe that conflict is un avoidable, and therefore strategies for coping with it should be worked out by the administration in advance.A lot depends on the organizational culture as school culture can either stimulate or defy the efforts of teachers to work together. Peterson (2002) identifies two types of culture: cooperative and toxic. Within toxic cultures, individuals are striving to work together for common goals. As a result, teachers can reach effective collaboration more easily than in other organizations. In toxic cultures, on the contrary, individual effort is frustrated because of the lack of common framework.In addition, organizational resources can also be a barrier to innovation that should be represented in teaching communities. Many schools lack adequate programs that can accommodate the participation of two or more teachers. There are even fewer resources available for attracting outside professionals that can participate in collaborative projects. This can serve as a motivator for teachers to desire the continuation of the routines currently present in education.Cooperation between academic and vocational teachers can be prevented by the organizational design of the academic environment in which â€Å"the social and organizational isolation of most vocational teachers is exacerbated by the physical separation and programmatic fragmentation in secondary schools† (Inger, 1993).The difference in their social status further contributes to the rising walls between these two groups of professionals. Since academic teachers generally have a higher status, they tend to marginalize their vocational colleagues, a situation that discourages cooperation.

Existing Good or Service Business Proposal

Existing Good or Service Business Proposal T. J. ‘s Corporation Business Plan Tresa Milton ECO 561 March 25, 2013 Dr. Guthlac Kirk Anyalezu T. J’s Corporation Business Plan T. J. ’s Corporation Business Plan In today society the development of technology, which are items that individual normally use being transferred into a different era. These are the items which, individual’s use every day newspapers, magazines, and now books has been supplementary to the technology world in the form of Kindle, Nook, eBook, or on CD's. T. J. s Corporation will produce a technology which, will take a book, which the corporation can use and scan it into an eBook along with an accurate synthetic voice for individuals to listen. However, T. J. ’s Corporation will show how the revenue will increase, determine the profit-maximizing quantity, and marginal revenue to maximize profit. Also T. J. ’s Corporation will analyze mix of pricing and non-pricing. T. J. â€⠄¢s Corporation will be looking for a location to work on the proposal and have the supplementary employee’s to help with transference of books to the digital format. T. J. s is currently working out of a small building and with the new proposal needs something bigger. Working in a small building puts the employees in the situation where he or she is working with little run to work. With the new location it will allow T. J. ’s Corporation to work on the new design and have the consumer’s product out faster. Assumptions and Market Structure Although other corporation have books out in eBook, the books are merely only accessible in the merchandise provided by that company. T. J. ’s Corporation merchandise consumers will have the option of reading the book quite or read along with the digital sound track.Since, T. J. ’s owns a patent on their technology their company is considered monopoly, because T. J. ’s is permitted the only business that i s selling this type of merchandise (McConnell, Brue, ; Flynn, 2013). Also there is an assumption that any employee which will be working in a month is about $300 based on sales. T. J. ’s Corporation has to generate another digitizer for their workers to have so more books can be downloaded quicker. Growth of Revenues TJ’s Corporation requires an improved marketing strategy for their digitized books this approach will allow sales to increase. If T.J. ’s changes the prices of their books their revenue will also increase. T. J. ’s Corporation is using a small website and on the sight the prices are as follow: $10 for books with failed copyright (old books), and $15 for books containing an copyright (new books). T. J. ’s Corporation sold 1,000 old books and 2,000 new books in the first six months. T. J. ’s did some research, found the new books could be brought for $5 charge and CD are $20 (R. L. Copple, 2013). With this information the company can rise their new books price to $18 to add a $3 profit and lower their older books to $7.The change in price could actually help boost the sales of the books because the older books are at a lower price which could increase revenues and the increase in price on the newer books will increase the profit. In addition, if Bury were to market his books to high school and college students there could be an increase of revenue. Bury would need to add text books to the books being digitized but if students have the option of listening to someone read the books the information might be easier for them to understand.The pricing on the books would have to be increased because of the actual price of the textbook and a higher copyright fee. The addition of the books would help to increase revenue and bring more traffic to his site for the other books. Profit maximizing Will Bury would need to look at his fixed costs (those costs that do not change the output) and the variable costs (costs that do change based on the level of output). Bury's variable costs are the five dollars for the copyrighted books that will help to expand his catalog and the costs associated with his website.This can be in the form of number of transactions or purchases and the fees associated from them. In addition, Bury will need to hire an assistant and the $40,000 that he pays will include taxes and benefits, the purchase of $14,000 in computer equipment to advance his technology, and $6,000 in advertising. This would be $60,000 a year or about $7,000 a month of fixed costs. Marginal costs and marginal revenue If there is an increase in output there will always be a raise in profit as long as marginal revenue is greater than marginal cost.There will always be a need for books to be digitized so there will always be one more unit of good to be produced and sold. There will always be new books being written and this means that there will be a constant need for books to be digitized. There will be m any choices for customers especially when new books are released. Pricing and non pricing There are many types of pricing that Bury could use and needs to take a look at all to see what would fit his business. Bury could offer single or multi unit pricing, quantity discounts, and any specials or discounts that he feels he could offer during holidays.Bury could offer promotional discounts as a way to increase revenue and bring in more customers. If Bury was to look at when book fairs or sales occur he could set up a table with information and computers for customers to purchase or look at his database. With non pricing the strategy is to make the price less of a factor with customer purchase and make product difference a greater factor (McConnell, Brue, & Flynn, 2009). Marketing research, new product development, and advertisement could be considered non pricing competition because Bury is trying to find ways to increase his sales. Barriers to entrySince, Bury's business is considere d a monopoly and is the only one with the technology then there should be no barriers. A barrier occurs when there are other companies that exist in the marketplace and have established patents that will make it difficult for the product being copied (McConnell, Brue, ; Flynn, 2009). Since, Bury does have a patent that means that he will out skill his competitors and with his new technology he will dominate his industry. With these barriers there could be a problem at the beginning but once the company is establish Bury wont have any problems. Product DifferentiationWill Bury's product is very different from what is out in the market because it is a digital and voice synthesized is more convenient than eBooks or books and CD's. With his product he offers customers a more convenient way to listen and read books in one place. In addition, for those avid readers the introduction of eBooks will allow for multiple books to be housed in one location. Minimized costs Mr. Bury will need to find ways to minimize his costs so he can increase his revenues. At the present time Mr. Bury will not be able to hire a full time assistant but once he has an established revenue then he can hire a full time assistant.Another way to save money would be to have his children or wife help with digitizing the book. In addition, if Bury was willing to train and work with high school and college students he can have multiple people to work part time and can have the books digitized faster. This means that he can increase his catalog of books fast and he will be able to offer more books for his customers. Conclusion At present, Mr. Bury has many options available to him that he can implement to have a successful business. The main item that he has to consider is the price, cost, and the manufacture level for creating the digital books. Mr.Bury has done a great job of identifying the costs associated with copyrighted material and the price that he would want to sell his books. One item tha t he would want to consider is the fact that he could change the price of the old and new books to increase his revenue and he can look to see if could lower the price that he pays for the royalty of the book. Currently the market is small and with Mr. Bury being a monopoly with his patented technology, he can really expand his market. The one item the Mr. Bury has to watch is the economy and has to remember that he has to stay on top of the competition. References Copple, R. 2012). How do ebooks cost. Retrieved from http://graspingforthewind. com McConnell, C. R. , Brue, L. S. , ; Flynn, S. M. (2009). Economics: Principles, Problems, and Policies (18th ed. ). New York, NY: McGraw-Hill Company. New Good or service business proposal  This assignment focuses on introduction of a new product in the existent line of business and explains the method for development of goods for generating more revenue. The concepts of elasticity of demands, market structures in addition to profit maxi maximizing techniques are also discussed which are helpful for the good and also to counter the barriers